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Full-Text Articles in Business
Collaborating Across Cultures: Cultural Metacognition And Affect-Based Trust In Creative Collaboration, Roy Y. J. Chua, Michael W. Morris, Shira Mor
Collaborating Across Cultures: Cultural Metacognition And Affect-Based Trust In Creative Collaboration, Roy Y. J. Chua, Michael W. Morris, Shira Mor
Research Collection Lee Kong Chian School Of Business
We propose that managers adept at thinking about their cultural assumptions (cultural metacognition) are more likely than others to develop affect-based trust in their relationships with people from different cultures, enabling creative collaboration. Study 1, a multi-rater assessment of managerial performance, found that managers higher in metacognitive cultural intelligence (CQ) were rated as more effective in intercultural creative collaboration by managers from other cultures. Study 2, a social network survey, found that managers lower in metacognitive CQ engaged in less sharing of new ideas in their intercultural ties but not intracultural ties. Study 3 required participants to work collaboratively with …
Building Effective Business Relationships In China, Roy Y. J. Chua
Building Effective Business Relationships In China, Roy Y. J. Chua
Research Collection Lee Kong Chian School Of Business
China’s ways of doing business are becoming more Westernized. But non-Chinese executives still must work hard at building trust in relationships with their Chinese business partners.
Repairing Trust With Individuals Vs. Groups, Peter H. Kim, Cecily D. Cooper, Kurt T. Dirks, Donald L. Ferrin
Repairing Trust With Individuals Vs. Groups, Peter H. Kim, Cecily D. Cooper, Kurt T. Dirks, Donald L. Ferrin
Research Collection Lee Kong Chian School Of Business
This study incorporates insights from research on group decision-making and trust repair to investigate the differences that arise when alleged transgressors attempt to regain the trust of groups as compared to individuals. Results indicate that repairing trust is generally more difficult with groups than individuals, and both groups and individuals were less trusting when trustees denied culpability (rather than apologized) for a competence-based violation or apologized (rather than denied culpability) for an integrity-based violation. However, the interaction of violation-type and violation-response also ultimately affected the relative difficulty of repairing trust with groups vs. individuals, with the greater harshness of groups …